The transformation you cannot delegate
Block forty minutes on Monday and do one piece of your own work with AI. Not a demo, not a pilot someone else runs. A task with your name on it: the quarterly letter to your customers, the reply to the client who complained last week, the first draft of next year's budget story.
The reason comes after the action, and it is uncomfortable. An organisation's relationship with change copies the relationship its leadership has with change. Your people read your calendar better than your strategy deck.
Do the task yourself, in full
Your team already knows whether you have ever opened the tool. They know it from the way you talk about it: the person who has used it describes what went wrong in the third attempt, the person who has not uses words like potential.
This is the first of three mirrors in the final chapter of CX+AI. It asks one question: do you use it yourself? Everything you say about adoption is measured against your answer, whether you give it out loud or not.
You cannot hand down a change you are not going through yourself.
Say out loud what it showed you
The second mirror asks whether you are willing to see what the tool reveals. AI does not fail in the abstract. It fails on your product descriptions that contradict each other, your customer records that live in three systems, the handover between sales and service that only works because one person remembers everything.
Write down what you hit in those forty minutes. Three lines is enough:
- the question you could not answer because the data sat somewhere else
- the step you did by hand because nobody ever wrote the rule down
- the moment the output was fine and you still did not trust it
Share that list in your Monday meeting. You are giving your team permission to be honest about the same things, and that permission is worth more than a budget.
Decide in advance where the saved hour goes
The minute a task gets faster, you are standing at a fork. One road takes the time out of the business. The other puts it back into the work only people can do.
Make the choice before the saving arrives
Quote generation drops from forty minutes to five. That is thirty-five minutes. Decide now, in writing, that those minutes go to calling the customer who did not respond to the quote. Otherwise the minutes evaporate into the day and nobody can tell you where they went.
Automate the mechanical so there is room for the human. That is the whole bet, and it only pays out when you name the human part first.
Write your ten principles on one page
The book closes with a manifest of ten principles, and your version should fit on a single sheet. Ten short lines that say what stays true in your company whatever tool you buy next.
Make them decidable. "A customer always reaches a person within one step" is a principle. "We are customer centric" is a wish. Name who may decide what: which choices your service team makes on the spot, which ones the model may make alone, which ones come to you.
Hang it where people work. Read it again in ninety days and change the lines that reality has outgrown.
What you do on Monday
- Block forty minutes and complete one real task of your own with AI, start to finish.
- Write down the three things that got in the way and read them out in your team meeting.
- Pick one saved hour this week and assign it to a customer conversation by name.
- Draft five of your ten principles yourself and let your team write the other five.
- Put the next session in the calendar before you leave the room.
You now have a list of what got in the way, which is exactly the input the book is built around. CX+AI walks through the three mirrors, the ten principles and the steps between them, with the templates to run them in your own week. Bekijk het boek